Failures in large systems projects in Poland: Mission [im]possible?

Abstract

In spite of rich experience in ICT projects' management, a considerable number of them fail. Success of ICT projects is even further endangered in transitional countries, where two parallel processes of informatization and re-engineering of public institutions is taking place. Measures of successful ICT projects' management are defined in strategic documents of egovernment development, however they are not enough to avoid failures. The risk concerning execution of ICT projects is defined in relation to the decision-making theory and organizational theory. Major parameters of ICT decisions and their implementation are analysed: changing laws and regulations, the scale and diversity of ICT projects executed in public institutions, expertise and skills in ICT management, relations between public institution and private partner. Results of activating those parameters are presented in four examples of large systems projects accomplished in public administration in Poland.

Understanding e-Government project trajectories from an actor-network perspective

“…Hazlett & Hill, 2003) or to models that aggregate the relations between such factors (e.g. Pawlowska, 2004); others have made use of conceptual models applied in IS such as institutionalism (Barco Serrano, 2004) or value-chain infrastructure (Beynon-Davies, 2005).…”

Public Procurement of IS/IT Services: Past Research and Future Challenges

“…• The need to establish within the organization of a strong team with adequate management responsibilities and skills with regard to typical outsourcing processes: offer preparation, analysis of providers, provider selection, contract negotiation and preparation, project monitoring, etc. (Davies 1993;Pawlowska 2004;Willcocks 1994;Willcocks and Currie 1997). • The need to establish and maintain within the organization a technically strong team that could eventually opt for in-sourcing some projects; in other words, that could present an internal offer in competition with the external providers and win it (Willcocks and Currie 1997).…”

Support Extended to Women Ward Councillors by Stakeholders in South Africa

“…Stakeholders play different roles and with their different interests, capacities, resources and potential roles, are not equally involved in the process (Diplomatic Academy, 2018). Stakeholders can either be internal or external (Amadi, Carrillo & Tuuli, 2018); their objectives are often poorly understood (Pawlowska, 2004) and conflict of interest between stakeholders can arise (Snider, 2005;Rose, Flak, & Seabo, 2018).…”